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Relocating a Nonprofit Health Center: A Case Study
A large nonprofit health center in the Mid-Atlantic region needs more space to operate. With the passage of the Affordable Care Act, its caseload had increased substantially and its current facilities are not large enough to hire more staff to treat an ever expanding clientele. The board has approved the development of a new building as one of the board members has committed $1K to start the process and the board is willing to engage in fundraising for additional funds.
The nonprofit wishes to build the center in what is currently classified as a state forest as the location would allow for a larger building and more parking, which is ideal for the large number of current clients and allows opportunity for growth.
Recently, conservation groups have issued vehement protests and threatened court action to block the move. They also have started a public campaign to force the governor and the state health department (which provides funds to the nonprofit) to oppose and threaten to cut funding. However, the governor is willing to consider development as the forest has not been viewed as vital to the recreation opportunities in the area. The neighborhood residents where the present health center is located have organized a committee to keep it in their community.
The secretary of the state's health department wants to form a fluid and diverse cross-boundary team that expands across all of the stakeholders involved. The secretary's charge to the team will be to study the situation from the nonprofit's perspective and make recommendations. She has asked for your recommendations on what type of team to use and how to organize it.
Respond to the following questions:
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